OUR STORY



We are business managers with IT background developing online collaboration solutions.


We’ve been working for more than 15 years and along this time we implemented systems for customers with hundreds, thousands and tens of thousands of employees.

Our implementations have been always appreciated by customers as quick to implement and effective.

All this time, we had many talks with prospective customers that told us that they have mature systems and we cannot possibly help them.

When we started to ask them more detailed questions about how efficient they were, we’ve got some answers showing quite the opposite.

CEO: any change we need to propagate in our organization it is done in months and with a huge effort. I wish our organization be more agile.

HR Manager: monthly we get about 7-8000 messages from our employees and don’t have enough time to complete much more important things as we are busy to respond to those messages.
Trade Marketing Manager: the success rate of changes we ask to be implemented in our network is at 50%-60%. We are looking for practical and efficient ways to get at least 90%.
Clerck: I have some simple questions on a benefit program and no one is answering. When I have been ill it took me half an hour to find out who should I talk to solve the formalities.

Primary causes

Overloading employees with information

Intranet architecture not adapted to the large volume of information and changes

The digital space in which the employee operates is a non-ergonomic one

These limitations are seen in various operational problems that affect the quality of the offered services, the flexibility and the costs of the company.

Context

Our beneficiaries have mature IT systems and competent IT teams, with significant budgets.

Most clients have intranets with numerous functionalities and information; corporate news, rules and procedures, product information, employee benefits, etc.

The operational communication with employees is mainly digital.

We’ve been thinking and analysing why this major difference between the result of what we did and what happened to all the companies we interacted with. It was definitelly something we did different.

Zenify Architecture

We realized that our systematic approach to how the users interacted with our systems was well adapted to the way the employees prefer to consume information.

The classic model architecture

is centered on information silos (news, procedures, forms, staff data). The regular employee is required to seek answers searching in several places and using various channels of communication, being exposed to a volume of information higher than he can absorb.

In Zenify architecture model

the employee can find in a single page all the information related to his area of interest he needs. On each such a page he is exposed to announcements, changes, relevant procedures, frequently asked questions, best practices, contacts, tasks to be completed, etc.

We found that such an architecture that facilitates the access to information helps quickly solve problems such as the troublesome change management, the low compliance rates or employee information overload.

Furthermore, the digital experience of the employees becomes a more pleasant one.





Why did we call Zenify our architecture and methodology?

Because we have the conviction, but also the proof of over 45000 employees working with our systems, that the efficiency and effectiveness can be obtained without strain and stress, in a state which we all like to call "zen".

Benefits

Sales increase by 1% - 2%


Increased compliance from 25% to 50%
Time for implementing changes reduced by 50%
30% reduction in support costs

The organization reacts to changes more easily and at lower costs

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OPERATIONAL VS
SUPPORT
INFORMATION
OPERATIONAL VS SUPPORT INFORMATION
Each and every year the organizations spend large amounts of money for systems such as ERP, CRM or HRIS and do considerable efforts to manage in a reasonable way information like stocks, invoices, account balances, clients’ databases and others. These are operational information and the employees act on them mechanically.

FLUID CHANGES: HOW DID WE
NATURALLY MANAGED THE PROCESS
OF CHANGE
FLUID CHANGES: HOW DID WE NATURALLY MANAGED THE PROCESS OF CHANGE

There are two important moments regarding a change: the first, when occurs and the other when becomes relevant to you, affecting your work.

The first is unique in the entire organization and takes advantage of wide resources and of an almost general mobilization to ensure its communication. T

HOW DOES A "ZENIFIED"
DIGITAL WORKPLACE
WORKS?
HOW DOES A
In spite of the continuous informational stress the employees are subjected, we believe that their work must and can be done in a calm and relaxed environment. We made a creed out of this and we called it "Zenify"; a philosophy behind, designing and building digital workspaces, a name that means for us to do something to be zen.

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We provide quality solutions that help companies to achieve better performance through internal communication and more efficient organizational management